Explore the vast range of titles available.

Drawing on nationally representative data for British employees, the article argues for a more comprehensive concept of job insecurity, including not only job tenure insecurity but also job status insecurity, relating to anxiety about changes to valued features of the job. It shows that job status insecurity is highly prevalent in the workforce and is associated with different individual, employment and labour market characteristics than those that affect insecurity about job loss. It is also related to different organizational contexts. However, the article also shows that the existence of effective mechanisms of employee participation can reduce both types of job insecurity.

The job satisfaction of self-employed and paid-employed workers is analyzed using the European Community Household Panel for the EU-15 covering the years 1994—2001. We distinguish between two types of job satisfaction: job satisfaction in terms of type of work and job satisfaction in terms of job security. Findings from our generalized ordered logit regressions indicate that self-employed individuals as compared to paid employees are more likely to be satisfied with their present jobs in terms of type of work and less likely to be satisfied in terms of job security. The findings also provide many insights into the determinants of the two types of job satisfaction for both self-employed and paid-employed workers.

This article describes how the flexicurity arrangement of low job security, high employment security, and good income security advocated by various authors affects the mental well-being of employees. Data are derived from a survey carried out in 2010-2011 among employees in Finland, Norway, and Sweden. The main findings are that all three forms of cognitive security (the perceived risk) have an independent effect on mental well-being and that the worry of insecurity (the affective component) mediates the relationship with mental well-being. The interaction effects show that high levels of employment security can alleviate the detrimental effects of job insecurity on mental well-being. No similar interaction effect was found with job insecurity and income security. The results are discussed in relation to the institutional arrangements of the Nordic countries' welfare states, concluding that the high employment security needed for a successful flexicurity arrangement requires either low levels of unemployment or effective and extensive active labor market programs.

PurposeOrganizations have long recognized that focusing on the onboarding experience is vital to the success of the employee and the organization. Organizations are confronted with inter-generational issues as they prepare to accommodate Generation Z in the workplace. The purpose of this paper is to investigate the expectations of Generation Z from the onboarding program so that the organizations are better equipped to welcome the new cohort.Design/methodology/approachThe study adopts the interpretive approach to understand the subjective opinions, thoughts and conversations of the respondents. The study adopted an interpretive research approach for two main reasons. First, in the absence of empirical evidence, such a type of approach is helpful when the study aims to understand the subjective experience of individuals, and often can help in theory construction. Second, the approach helps uncover unknown facts and relevant research questions for further research.FindingsThe results from the study can help organizations to fine-tune the onboarding program that meets the needs of Generation Z. The study identified six essential variables that could be addressed in the onboarding enabling the new hires to quickly onboard the organization.Research limitations/implicationsData were collected from the students who are pursuing final year of masters in business administration. Since the respondents are business students findings cannot be generalized to the rest of the cohort as these respondents had a fair idea of what to expect from the organizations.Practical implicationsThe study presents six important themes for designing and managing an effective onboarding program for Generation Z. It is important to note that the inter-generational differences are natural, and organizations have to live with it. HR professionals have to bear in mind that this is also an opportunity to revisit, redesign and readjust their onboarding programs to suit the new employees.Originality/valueThe literature on Generation Z is at a nascent stage. Empirical studies on Generation Z were conducted to understand their expectation, beliefs and attitude. However, studies related to their expectations during the new hire orientation programs are absent. The present study could be one of the first studies in helping both managers and the HR function in understanding the expectations of Generation Z.

Objectives The aim of this study was to evaluate the effectiveness of individual placement and support (IPS) for people struggling with work participation due to moderate-to-severe mental illness. The study was conducted in Norway, a setting characterized by a comprehensive welfare system and strong employment protection legislation. Methods A randomized controlled multicenter trial including 410 participants was conducted. The intervention group received IPS according to the IPS manual. The control group received high-quality usual care. The main outcome was competitive employment at 12- and 18-months follow-up, based on objective registry data. Changes in mental health and health-related quality of life were secondary outcomes. Results At 12-months follow-up, 36.6% of participants in the IPS group and 27.1% of participants in the control group were in competitive employment, while the difference was slightly higher (37.4% versus 27.1%) at 18-months follow-up. Furthermore, IPS yielded positive effects on all the secondary outcomes compared to the control group (all P<0.05). Conclusions The IPS model of supported employment was superior to high-quality usual care on both vocational and non-vocational outcomes for people with moderate-to-severe mental illness, even in a policy context characterized by high job security and a comprehensive welfare system.

Purpose This study aims to examine the effect of restaurant employees’ challenge-hindrance appraisals toward smart technology, artificial intelligence, robotics and algorithms (STARA) awareness on individual competitive productivity (ICP) and explore the mediating roles of employees’ work engagement and organizational commitment on the relationship between challenge-hindrance appraisals and ICP. Design/methodology/approach Data were collected through an online survey. One hundred and ninety employees who worked at full-time and non-management positions in the USA quick-service restaurants participated. Partial least squares structural equation modeling was used for the data analysis. Findings The study identified that restaurant employees’ challenge appraisals toward STARA awareness positively influenced ICP. This relationship is positively mediated by employees’ work engagement. Practical implications This study makes practical contributions to human resource practices in restaurants. Employees’ challenge appraisals toward STARA awareness transmit the job insecurity stressor to a higher level of ICP. Restaurant managers should provide employees with adequate resources and support for non-management employees’ professional competency growth. Quick-service restaurants can enjoy a competitive advantage in the market by enhancing employees’ CP. Originality/value This study enriches the literature on the CP model, cognitive appraisal theory and person-environment fit theory. The study investigated employees’ challenge and hindrance appraisals toward emerging STARA awareness and emphasized their distinct characteristics to drive ICP in the quick-service restaurant sector.

PurposeDrawing upon the conservation of resource (COR) theory, the purpose of this paper is to explore the mediating role of knowledge hiding in the relationship between job insecurity and two dimensions of thriving at work, i.e. learning and vitality. The study further aims to investigate the moderating role of benevolent leadership in the aforementioned mediating relationship by applying the moderated mediation framework.Design/methodology/approachThe sample for the study consisted of employees working in service sector in India. The hypotheses were tested with two wave survey data collected from 365 employees during the COVID-19 pandemic when the Indian Government was lifting phase wise restrictions. Data was analyzed using mediation and moderated mediation analyses on PROCESS v 3.0 macro.FindingsResults showed that knowledge hiding mediated the relationship between job insecurity and both dimensions of thriving at work. Further, benevolent leadership was seen to moderate the mediated relationship providing support for the moderated mediation framework.Practical implicationsThe results highlight the significance of providing benevolent leadership training to the managers to help them cope with the anxiety arising out of job insecurity. Further, employees need to be cautioned regarding the deleterious effects of knowledge hiding, which can impede their own learning and vitality.Originality/valueTo the best of the authors’ knowledge, this is the first study to investigate the mediating role of knowledge hiding in the relationship between job insecurity and thriving. Further, the role played by benevolent leadership in mitigating the harmful effects of job insecurity especially during COVID-19 pandemic is a unique contribution of the study.

Purpose This study aims to explore the associations linking employees’ challenge-hindrance appraisals toward artificial intelligence (AI) to service performance while considering the dual mediating roles of job crafting and job insecurity, as well as the moderating role of AI knowledge. Design/methodology/approach A survey was administered to a sample of 297 service industry employees. This study examined all the hypotheses with Mplus 8.0. Findings This study confirms that challenge appraisal toward AI has an indirect positive influence on service performance via job crafting (motivation process), whereas hindrance appraisal toward AI has an indirect negative influence on service performance via job insecurity (strain process). Meanwhile, AI knowledge, serving as a key personal resource, could strengthen the positive impacts of challenge appraisal toward AI on job crafting and of hindrance appraisal toward AI on job insecurity. Practical implications Organizational decision-makers should first survey employees’ appraisals toward AI and then adopt targeted managerial strategies. From the perspective of service industry employees, employees should adopt proactive coping strategies and enrich their knowledge of AI to meet the challenges brought by this technology. Originality/value The primary contribution of this study is that we enrich the literature on AI by exploring the dual mediators (i.e. job crafting and job insecurity) through which AI awareness affects service performance. Moreover, this study advances our understanding of when appraisals toward AI influence job outcomes by identifying the moderating role of AI knowledge.